Normally speaking, High Technology should be called high technology, which is literally translated from English high technology. With the advent of the era of knowledge economy, high-tech has become a familiar new term, but what is high-tech, that is, how to define "high-tech" is a difficult thing, because there is no exact definition of high-tech at home and abroad. We can generally say that high-tech is a technology that has a great impact on the national economy and social civilization based on the frontier research results of modern science. However, the generality of this definition does not help us to accurately understand high-tech enterprises and high-tech products.
Internationally, Japan and the United States adopt concrete and operable methods to define high and new technology. Japan adopts enumeration method, and the Japanese think that microelectronics, computers, software engineering, optoelectronics, space technology, electronic machinery and biotechnology are all high and new technologies. The United States uses some indicators to define high technology. Commonly used indicators are R&D intensity and the proportion of scientific research personnel in the total labor force. The intensity of research and development is measured by the proportion of R&D expenses in sales or added value. Whenever these two indicators exceed a certain standard, an enterprise that produces a certain product can be recognized as a high-tech industry, and the product is a high-tech product. In China, taking Shenzhen as an example, the accreditation standard for high-tech enterprises (projects) was implemented in Shenzhen on June 1 99865438+1October1day, adopting a method similar to that of the United States. Shenzhen divides high-tech enterprises into development, production and investment. Taking development-oriented enterprises as an example, seven conditions are stipulated, five of which are hard indicators. For example, the annual output value and annual sales should be above 10 million yuan, and the output value and sales of self-produced high-tech products account for more than 50% of the total output value and sales respectively; More than 30% of the total employees are scientific and technical personnel with college education or above, of which more than 65,438+00% are engaged in the research and development of high-tech products, and there are special research and development institutions.
Second, the organizational structure of high-tech enterprises
(1) The conceptual organizational structure is a model that shows the arrangement order, spatial position, aggregation state, contact information and the relationship among various elements of an organization. It is a system that performs management and business tasks.
(B) the basic model of modern enterprise organizational structure and its characteristics
1, linear function type (U-shaped structure). The basic feature of linear functional organizational structure is to divide the enterprise into several departments according to different functions, and each department is directly managed by the top leadership. Because this mode of enterprise is highly centralized, middle managers are neither policy makers nor policy executors, so it is difficult to give full play to their enthusiasm and affect the flexibility and sensitivity of enterprise decision-making.
2. Division system (M structure). The key difference between the division structure and the linear functional structure is that it is a decentralized structure, that is, each division or branch under the head office is a relatively independent profit center. When enterprises implement comprehensive large-scale production and diversified management, enterprises can only implement M-shaped structure. M-structure is a clearer management mechanism. However, due to the independence of the interests of each division, each division is prone to selfish departmentalism, ignoring the long-term overall interests and affecting the coordination among departments. However, the functional organizations are located in the upper level of the company and within the division, resulting in overlapping organizations, increased management personnel and increased management costs.
3. Matrix organizational structure. Matrix organizational structure is also called plan-target structure. It combines departments divided by function with departments divided by products (or projects, or services, etc.). ) form a matrix, so that the same employee can not only keep in touch with the original functional department in organization and business, but also participate in the work of the product or project team. In order to ensure the completion of some management objectives, each project team has a person in charge, who works under the direct leadership of the organization's top supervisor. The matrix organizational structure strengthens the horizontal connection of functional departments and can concentrate on mobilizing resources to complete some projects efficiently.
4. Multidimensional organizational structure. In the multi-dimensional structure, in addition to business divisions and functional organizations, there is also an organizational system divided by regions, which can be regarded as an expansion of the matrix structure. This type of organizational structure is most suitable for multinational companies and large cross-regional companies, but it may also bring the defect of multi-leadership.
(III) Theoretical Overview of Organizational Structure Adjustment under the New Economic Situation The organizational structure stipulates how to allocate the tasks of the organization, who reports to whom in the organization, and how to arrange formal communication and exchange methods. It includes three core contents: centralization, standardization and structural complexity. In the era of knowledge economy, the three core contents of organizational structure have undergone fundamental changes.
1. The centralization of decision-making will give way to decentralization. In the era of knowledge economy, enterprises are facing a rapidly changing environment. In the era of industrial economy, information transmission at different levels seriously delays decision-making time, making it difficult for enterprises to respond quickly. In addition, due to the high cost of professional knowledge dissemination, both macro-economy and individual companies need to delegate a lot of decision-making power before they can use professional knowledge to make decisions. Moreover, because grass-roots employees are closest to the market, they sometimes have more customer information than senior employees. Therefore, in terms of information mastery, the grass-roots employees of enterprise organizations can already compete with the top employees, so the decision-making power has been transferred from the top to the bottom.
2. Standardization will give way to creativity. The standardization of organizational structure refers to the number of written documents in the organization, including working procedures, job descriptions, rules and policy manuals, etc. The exertion of intelligent technology and professional technical knowledge depends largely on the creativity of employees. We can't give clear rules to creativity. Knowledge work involves more self-guidance and teamwork. For knowledge workers, loose and non-intervention management is necessary in order to maintain an environment conducive to creative thinking and respond quickly to competition and market development.
3. Vertical hierarchical structure becomes horizontal hierarchical structure. The future enterprise organization will no longer be a pyramid-like hierarchical structure, but will gradually evolve into a flat structure. Management guru Peter. Drucker's view is both advanced and accurate. Due to the development of knowledge economy and the influence of information technology on management, the organizational structure of enterprises is becoming increasingly flat. The impact of information and communication technology on management focuses on reducing the level and scale in the organizational structure. One of the advantages of horizontal organization is that it reduces the time delay between decision-making and action and accelerates the response to dynamic changes in the market.
Third, the organizational structure design of modern high-tech enterprises
Under the background of industrial economy, the traditional enterprise is basically a "pyramid" structure based on hierarchy and characterized by command and control. Horizontal division of labor is always within the framework of "linear organization" as the pillar and vertical division of labor as the keynote. Since 1990s, the "pyramid" organizational structure of enterprises, which has been in the mainstream for a long time, has gradually turned to a "network organization" which is more suitable for the information age and knowledge economy. Network organization should be an organic organization system based on information technology and composed of active features with decision-making ability. Network organizations achieve their organizational goals of resource sharing and innovation through real-time and barrier-free communication between different nodes. From this definition, we can see that the material basis of network organization is information technology; The nodes that make up the network organization have decision-making ability, and they have a "strong demand" to obtain network benefits; Different from the traditional organizational form, network organization has a series of important characteristics such as dynamic, open and learning. According to the above analysis, we can preliminarily summarize three different forms of network organization:
(1) The basic feature of the honeycomb structure is that there is a core node between the networks formed by various departments and branches of the enterprise. This core node is similar to the function of natural beehive, and all the activities of worker bees are carried out around the queen bee. Although worker bees can work independently, once the queen bee disappears, this structure no longer exists. The queen bee plays a role in making rules and ensuring that the whole bee kingdom implements them. So is the cellular network structure of enterprises. Core nodes make the network run smoothly and maintain the core competitiveness of enterprises by making rules or leading technology.
(B) "Biological Chain" Structure The so-called "biological chain" structure is a design idea that is more inclined to consider the organizational structure of enterprises from the perspective of industry. Industrial biological chain not only refers to the supply chain in the industry, but also includes the interdependence between different enterprises or different industries involved in the same enterprise group during the formation of the value chain. Many enterprises adopt the way of alliance to form enterprise alliances or enterprise groups engaged in related industries, which complement each other and share resources to realize the survival and development of enterprises. The members of this "alliance" or the industry of enterprise groups have formed a structure similar to the natural biological chain. Wintel alliance, which is composed of Microsoft, the world's "big computer software company", and Intel, the chip king, is a typical "alliance" enterprise in this architecture. China's famous private enterprise "Xinao Group" also belongs to this type.
(3) "Virtual" structure An enterprise with this structure is what we often call a virtual enterprise. The biggest feature of virtual enterprise is that it can capture the first-hand information such as changes in market demand and new technological achievements, and adjust the production (service) direction and resource allocation quickly accordingly. The basic way of its operation is to outsource all kinds of business unrelated to the core competitiveness of enterprises by using modern information transmission means such as e-commerce after having a new concept of products (services). Enterprises themselves mainly pay attention to innovation behavior and strategic adjustment, and at the same time effectively supervise all outsourcing business. The essence of virtual enterprise is to break through the limitation of time and space, rationally allocate the internal and external resources of the enterprise and optimize the combination, so as to obtain the interests of the enterprise and improve the core competitiveness of the enterprise. It is worth noting that the virtual structure of enterprises is produced under the premise of the high development of information technology, which must rely on high-speed and high-quality information transmission and is the product of the development of information technology.
Four. conclusion
Innovation is the driving force of development in the era of knowledge economy. In order to acquire knowledge and create benefits, the organizational structure develops from the traditional vertical hierarchical network structure. Network structure is an organizational structure between the future and reality. Our understanding of many characteristics of network structure is still superficial. For example, how many forms of network organization are there; What are the characteristics of these forms? What are the changing trends between nodes of the network structure, and so on. We will continue to study and discuss these issues.
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